by Seth Godin
(or your business development team, your fundraising team or your pr folks)…
- Who are you trying to reach?
- Why do they decide to support us?
- What do you need in order to make this happen more often?
Mobile marketing has reached the point of explosion, and it is now perfectly clear to most marketers and businesses that taking part in it and using its techniques is no longer an option. It’s a necessity.
The first step to getting started is to actually begin. It’s not enough to just know that you need to mobile optimize and start reaching out to smartphone and tablet users. You need to act. Just deciding isn’t going to make it happen. Begin to find out what types of approaches are available so that you can consider their implementation.
• Mobile web – optimization of the original website or the development of a new site designed specifically for the smaller screen.
• SMS (short message service) – also known as text messaging, which can send discounts, contests, and other promotions to consumers, regardless of whether they have smartphones or feature phones.
• Mobile ads – these are typically a hard sell, but in specific circumstances can be highly beneficial.
• QR codes – two dimensional barcodes help to bring the real world and mobile world together and are exceptionally inexpensive to create, implement, and use.
• Check-in apps – last year saw a skyrocketing use of these applications among users of smartphones.
CLEAR and effective communication is key to winning business, so it’s important to choose your words wisely. But for some small-business owners it can just be too hard, and it keeps on getting put off … until tomorrow.
The head of the Australian School of Copywriting, Bernadette Schwerdt, says writing involves the fine crafting of words, and many small-business owners make the error of sitting down to write off the top of their head without giving their selection of words enough thought.
Ms Schwerdt, whose background in advertising and acting underpins her communication style, says there are common mistakes that people make when they write material for their business.
Before anyone ever writes anything, they should be able to answer three questions: ”Why this? Why you? and Why now”, says Ms Schwerdt.
Customers will be making instantaneous, often subconscious, assessments when they read the words on your website or in your e-newsletters, and answering these three ”whys” will help your business maintain the interest of the right customers, Ms Schwerdt says.
They want to know why this product will make their life easier, richer, happier or healthier, she says.
Answering the ”why you?” question addresses the difference between your own business and that of your competitors, and ”why now?” is the urgency factor.
”People think I could do with a financial planner but I don’t really need one now, or I could do with a trip but not now. It’s about creating content or copy that encourages people to do something right now,” she says.
Five tips to cure writer’s block >>>> Sigue leyendo
The Drum takes a look at the key ingredients for creating a successful app strategy that will deliver.
With the exponential growth of mobile comes the wealth of opportunity for brands to enhance consumers’ lives by providing useful or relevant information, entertainment, or simply enabling them to complete concurrent tasks more seamlessly. This is where apps come in.
But with over 700,000 apps in Apple’s app store alone, and apps to inform, educate and entertain, it can be difficult for brands to understand how to implement an effective app strategy. Here, The Drum speaks to individuals from the app development sector to determine their top tips for applying apps successfully.KNOW YOUR CUSTOMER
At the heart of an app is its user, therefore it is crucial for brands to understand their customers. “As with all marketing, it’s essential that the consumer is always at the heart of the creative idea,” says Mark Hadfield, senior planner, Weapon7. “This ensures relevancy and gives the app a real role in their lives.”
Kevin Galway, business development manager, bss digital, stresses the importance of understanding customers. “What do your customers want and what technologies do they use? Will they be prepared to pay for the app or do you need to deliver a native app and a web app to reach more users? Ultimately an app needs to be useful, enjoyable and informative to the customer – this is paramount to keep them coming back for more.”
Grapple CSO Adam Levene also emphasises the importance of harnessing the potential of mobile to make their lives easier. “It’s all too easy to borrow from what a brand is doing online. The smartphone is the most personal device in the world, always with customers and always on. As such, brands must get into the mindset of providing a first-class experience that provides ongoing value, solves customers’ pain points and makes their lives easier. More than any other channel, mobile has the potential to build deeper connections between a brand and consumers.” Sigue leyendo
Just a couple of decades ago, one of the biggest challenges businesses faced was trying to calculate how much mileage they actually got from their advertising and marketing efforts. The reason this task was so hard was because most options for determining whether new customers were the result of a recent campaign or an existing channel weren’t that accurate.
¿Qué es mejor, atribuir conversiones al primer clic o al último? . ¿Atribuir más peso al primero que al último, o al último que al primero?. La verdadera respuesta es: ninguno de las anteriores.
Para ser más claro, y en palabras que creo que esbozó un gran profesional de la analítica web, Mikel Chertudi, “No existen modelos correctos, aunque algunos son útiles“.
Con esta bofetada os anticipo la complejidad, a la vez que lo crítico que resulta el contar con un modelo de atribución útil para la optimización de campañas de Marketing Online, y la optimización de los presupuestos invertidos en las áreas de generación de tráfico que realmente aportan valor a tu empresa. Sigue leyendo
El 85% de las decisiones de compra son inconscientes. Conducta, aprendizaje, memoria, sensación, atención, cognición, percepción, emociones y actividad cerebral son conceptos que han adquirido una nueva dimensión en el ámbito empresarial y, concretamente, en el contexto del marketing. Esta dimensión es el eje principal del neuromarketing.
El análisis del comportamiento del consumidor gana cada vez más relevancia desde la óptica emocional y nos afecta a cualquier herramienta de marketing que pretendamos utilizar, desde la publicidad y la comunicación, el punto de venta, la imagen y posicionamiento de las marcas o cualquier otro estímulo que presentemos a nuestros potenciales consumidores o compradores.
El neuromarketing constituye un avance importante en el análisis y comprensión del comportamiento del consumidor a través de la aplicación rigurosa de los conocimientos y las técnicas de la neurociencia, y se revela como una nueva herramienta fundamental presente y futura de la investigación de mercados. Sigue leyendo
(…)Abstract By Jorge Barba, an Innovation Insurgent | http://www.game-changer.net
Insights, they’re the seeds of new groundbreaking ideas.
A more strategic way of generating ideas is to focus on building ideas on top of insights. Don’t get me wrong, thinking stuff up is fun. You let your imagination run wild, think of the impossible and think all kinds of stuff only you can imagine. It’s your own dream world! Mostly all these ideas will be way ahead of their time or not even doable. That’s why we need to combine our imagination with our intellect. Our intellect drives our capability to discover insights and our imagination helps put the pieces together in a new way.
So how do you discover new insights? Sigue leyendo
by Jeffrey Phillips
It strikes me regularly that senior executives of many firms underestimate the insights and abilities of their companies. I guess that many of us grow up with a backward-looking preference. We prefer to remember how things were “when we were there” and expect those attributes and features to remain the same. For most of us, the people we worked with and the companies we worked for are still locked in the past, unbending and unchanging. I’m stealing a bit from Seth Godin’s recent post about “senior management“. His point, and mine, aren’t that senior managers are myopic or uninspired, although that’s certainly possible. It’s more that they have a vision but often aren’t confident that the organization can achieve the vision without painful change. These executives remember the organization as it was, rather than as it is.
Most large organizations are built to optimize a set of predictable processes which support and maintain a given set of products or services. Over time our management styles have migrated to the point where we’ve optimized these processes and the products they enable to the detriment of new thinking, new products and new services. At least that’s what the senior executives think. What they miss is that while we’ve gotten really good at managing the status quo, most people aren’t energized by that work, and actually have plenty of free brain cycles left to commit to interesting new work. Most senior executives not only remember the organization as it was, but underestimate the engagement, capability and insight of the people who are in those roles now, or just don’t make enough demands of those teams. To those executives, the organization seems “brittle” – too unwilling or unable to change to meet the dynamics of the marketplace. That’s too bad, because I suspect they are wrong about their organizations. Sigue leyendo
It strikes me regularly that senior executives of many firms underestimate the insights and abilities of their companies. I guess that many of us grow up with a backward-looking preference. We prefer to remember how things were “when we were there” and expect those attributes and features to remain the same. For most of us, the people we worked with and the companies we worked for are still locked in the past, unbending and unchanging.
♠ When you’re selling, finding a point of difference is essential. You have to set yourself apart in the minds of your ideal prospect as the only—or at least the best—choice. Typically, the basis for this differentiation is a strong unique selling proposition (USP).
Figuring out a USP can be pretty hard—because, bluntly, you usually aren’t unique in a way that your prospects care about. And you aren’t selling anything unique in a way they care about. Virtually no one is. So what do you do?
If you’re smart, you cheat. Not in a dishonest way. Just in a cunning way. Read on, and I’ll let you in on the dirty lil secret that makes finding a USP much easier.
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